Advanced techniques of project management, like on a PRINCE2 Foundation Course, give a more nuanced view of the problem. The project manager must determine what are the perceptions of his people regarding how to bring this problem into the issue. What of them have had them as already thought of, do they believe they can make it work – or does this become one of those lessons learned things. The traditional assumption is that good project managers are integral to successful projects. This belief is only partially proven. As a guide, project managers who plan their organizations and act as mentors for the folks that are to follow them- they are effective if this is done with proper planning, timely program controls, and an effective line of reporting. We are talking about 3-00’s of ‘performance’ issues in the process of one project. Through the scope accounting process, above,project managers can even define what is the expected of them, from their employees to assess their own next steps.
This is to illustrate my point an example:
Often, they are more direct in the scope limitations than to their own personal thoughts, and just like a haircut, it works. Because their organization used the scope step to control the scope of the issues as they began to formulate the solution to the problem, they would shut down and expect the solution to resolve all the issues that they had discussed. If a new issue was added, they were again told not to worry about that yet – what they must do is… This is a very abbreviated stage of a project – think back to the point of the first scope will take care of-for a moment, And they were thinking, “they will do this and that” This is the major mistake a project manager and their organization make- ‘The Mind Strategy’ of management.
When people, and especially managers, congregate together, they usually will resist to what they are hearing over the next speaker unless the take in what is being said. More so, it happens because they do not take the time to form a response that is logical for themselves, but they are just going along with “it” and do not even add their two cents. Up until this point, they are not even believing the system – more so, their belief is not consistent with their self image or the organization desire.
As a project manager, you always should be at the forefront of what they are using as their nerves to do the project.
When your opinion is self jarred, you are playing a losing game the whole time. If you do not have faith in your organization and they do not show up for you to be able to make a decision, then you have nothing. Many times we see organizations who stay together years and years after a assigned effort, because they are so woven together in a group of people.
Everyone is looking for the quick fix for some sort of issue. When this happens, no one determines to evaluate. The status of the idea is lost, even if everything went along well, because the project is the final accountability, and must always fill a need or need to meet.
Moving forward, the organization must always hold people accountable for what they have agreed to in the project process. Anything less is in kilter responsibility. The need to see each other winning is just getting squashed out, and everyone is thinking “at best” that they must do what their organization will allow. For those organizations that are fortunate to not be in a winning environment, sometimes responsibility really becomes a winner takes all mentality.
We must be sure that we maintain a sense of team spirit throughout this ever changing organization. Sometimes people need to be reminded that although project management, it is not the personality of the individual. It is a team event.